Human Motivation And Workers Productivity
[A CASE STUDY OF BETA GLASS PLC UGHELLI, DELTA STATE, NIGERIA]

DECREE OF SATISFACTION
Maslow subsequently modified has views by noting that satisfaction of self-actualization needs by growth motivated individuals can actually enhance these needs rather than reduce them. He further accepted that some higher level needs may still emerge after long deprivation of lower level needs, rather than only after their satisfaction Mullins (2002:428)
APPLICATION TO THE WORK SITUATION
i.    Some individual may satisfy their needs inside and outside the work environment. Managers therefore need understanding of individual’s private and social life, not just their behaviour at work.
ii.    Managers should note that individual differences means that people places different values on the same need.
Some prefer job security in a bureaucratic organization than to lack of job security but with high pay and better condition of service.
iii.    Some reward or outcomes at work satisfy more than one need. Higher salary or promotions satisfy all level of needs in the hierarchy.
iv.    For some level of hierarchy, the motivating factors will not be the same.
v.    Maslow emphasizes on satisfaction. But job satisfaction does not necessarily lead to improve work performance.
NOTE: This theory is difficult to test empirically and have different interpretations.
IMPLICATION FOR MANAGEMENT.
    The provision of additional rewards to meet a need will motivate a person only if the need has not already been satisfied.
    When lower level need is not satisfied, providing for higher levels will not motivate people. The only need that cannot be fully satisfied is self actualization, which is top at the hierarchy. Even though there are no empirical research that support the strict hierarchical satisfaction, there is a general agreement about two important points.
    A dominant or salient need will motivate people more than a less important or weaker need.
    Managers should strive to provide employee with opportunities for self actualization, since personal growth is likely to keep them interested in learning and developing their talents overtime.
2)    ALDERFER’S ERG THEORY
Alderfer’s theory is a theory of needs based on three core groups: existence, relationship and growth [ERG]. Clayton Alderfer’s revised Maslow theory to make the needs and the sequence of needs, less rigid.
    THE EXISTENCE GROWTH NEEDS.
    This is concerned with material requirement for survival (similar to Maslow physiological and safety needs).
    THE RELATIONSHIP GROWTH NEEDS
    This involves people desire for social support, interpersonal relationship and favourable recognition by others (similar to Maslow social needs and status needs).
    GROWTH NEED: This is the intrinsic desire to use and develop one’s talent, Cross cultural evidences shows that workers in Spain and Japan are likely to place social need before physiological needs (similar to Maslow’s esteem needs and self actualization). There is also no empirical evidence.
ASSUMPTION:
Both Maslow and Alderfer’s ERG theories assumes that unsatistisfied need motivate or that a satisfied need activates movement to the next need level.
FOR MANAGERS
The important of the theory to managers is that “it subordinates higher order needs (for example, growth is being blocked, perhaps because of a company’s policy or lack of resources, then it is in the manager’s best interest to attempt to redirect the subordinates efforts towards relatedness or existence needs” Ivancevich and Matteson) [2002-153-154]
3)    McCLELLAND NEED THEORY
David McClelland indentified a set of important needs that serves as motives.
    The need for achievement (nAch). The drive to accomplish things in which the individual receive great satisfaction from personal achievement and goal completion
    The need for affiliation [n AFF]. The desire to be liked by others, to receive social approval and to establish close interpersonal relationship. Research suggest that a low need for affillation is associated with managerial success. This is so because an
important part of the manager’s job is to make tough decisions that will displease some people.
    The need for power [nPOW].The desire to influence and control other people. High achiever [n Ach] are motivated when job have a moderate degree of risk and high degree of responsibility and feedback. High achievers are good in managing their own businesses and managing self-contained units within a large organization. On the other hand, a high need to achieve does not necessarily make one a good manager. They are interested in how well they do personally. Furthermore, the need for affiliation and power tend to be closely related to managerial success. Superior managers are high in their need for power and low for affiliation. This theory is strong in relating between achievement and productivity and had best research support.